project implementation management for success. focus of project management managing for results, ...
DESCRIPTION
What has to be Managed? project, or programme scope; timeframes and scheduling of events; financial resources, costs, recording, reporting; human resources, selection, training; quality of products and performance; communication systems and contacts; contracts, contents and conditions; supplies, requisition, storage, use; risks: financial, physical, political.TRANSCRIPT
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Project Implementation
Management for Success
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Focus of Project Management
· managing for results, · ensuring sustainability, · stakeholder participation, · organisational learning, and · reporting.
From CIDA’s SAITA project documents
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What has to be Managed?
• project, or programme scope;• timeframes and scheduling of events;• financial resources, costs, recording, reporting;• human resources, selection, training;• quality of products and performance;• communication systems and contacts;• contracts, contents and conditions;• supplies, requisition, storage, use;• risks: financial, physical, political.
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Accountability Structure
Manager must have a clear understanding of his/her accountability to:
• client, and client team;• in some cases, client advisor;• financiers;• operational, or component managers;• experts, and sub-contractors;• other interested & affected parties;• if a consultant, his/her own company.
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A typical organisational framework
Financingagency
Client(Gov't)
Consultantteam
Clientteam
DirectBeneficiaries
Other interested &affected parties
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A Question of Loyalties
Manager must be able to balance loyalties, without conflict, between:
• Client;• Financier/sponsor;• His/her own employer (if a consultant);• His team membersand in some cases...• His/her own set of ethics.
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The heart of the Manager’s Functions: Listen & Communicate!
• Listen to client & stakeholders;• Communicate with financier & client through
regular contact, periodic reports;• Communicate with executing team members;• Use all available & appropriate media, including
the graphic tools mentioned in this presentation;
• Maintain transparency & accountability.
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Pitfalls in Execution• manager has responsibility but no authority -
inappropriate implementation agency design;• steering & reporting systems fail, performance
measurement system fails;• co-ordination & co-operation fail;• key participants withdraw;• pre-conditions not met, no mitigation plans in place;• uncontrolled changes in time, budget, operational
plans;• Additional pitfalls….?
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Summary list of why projects fail• inexperienced staff in key positions;• irregular schedules;• inexperienced managers;• inconsistent, unclear objectives;• unstructured work assignments;• lack of performance indicators, monitoring
and evaluation;• failure to learn from experience.
Adapted from “Direction Newsletter.” www.smartbiz.com
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And why projects succeed
• experienced staff in key posts;• clear and regular schedules;• experienced managers;• stable and clear objectives;• structured, organised work assignments;• clear performance indicators, regular
monitoring;• learning from experience
Adapted from “Direction Newsletter.” www.smartbiz.com
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If You Use Consultants & Contractors
View them as:• Partners, not combatants, with operational
opportunities/constraints unlike your own;• Extension of pool of skills;• Extension of pool of machines and
equipment.